David Veech

David Veech is a senior lecturer in the Department of Management Sciences. Veech joined the university in 2013 after serving as executive director of the Institute for Lean Systems (ILS) for seven years, coaching and consulting with clients in a wide range of industries. His research focuses on people in organizations and how lean, leadership and learning systems contribute to overall employee satisfaction and well-being. He delivers keynotes and seminars on topics related to leadership, problem solving, suggestion systems, employee involvement, team building and creating satisfying workplaces.

Prior to starting ILS in 2006, Veech was a lecturer in the College of Engineering at the University of Kentucky. He joined the University of Kentucky after retiring from the US Army in 2001. He taught in the Defense Acquisition University from 1998 to 2001 and was assistant professor of military science at Stetson University from 1988 to 1991. He also serves as senior adviser and director of finance for the Compression Institute, a nonprofit organization dedicated to guiding learning organizations to dramatically reduce consumption of resources while maintaining or improving the quality of life of their people and communities.

Areas of Expertise

  • People development
  • Problem solving
  • Lean systems


  • MS in Industrial Management, Clemson University
  • BA in International Relations, Western Kentucky University


3230 - Introduction to Operations Management: Improving Competitiveness in Organizations

Effective operations and supply chain management contributes to the competitiveness and survival of an organization.  This course helps students to understand how concepts, principles, and techniques from operations and supply chain management can be leveraged to analyze, control, and improve critical processes responsible for efficiently making and delivering goods and services to the right customer, at the right cost, in the right quantity, with the right quality, and at the right place and right time (i.e., RIGHT6).  These critical processes reside in manufacturing, as well as service, organizations; these critical processes are evident in for-profit, as well as non-profit, organizations.  Students are introduced to key operational and supply chain challenges having strategic and tactical implications, as well as various conceptual aids and quantitative techniques to cope with these challenges.  While quantitative techniques are discussed, the focus is on using these techniques to help make informed decisions to overcome operational and supply chain challenges.

4239 - Managing Process Improvement

Describes the basics of establishing and managing a Lean process in service, office and manufacturing operations. We will look at how we can add value in delivery of goods or services to the customer.

7241 - Lean Enterprise Leadership

Provide an overview of Lean Management tools and to prepare the students to participate in a Lean environment in a future job or internship. The students will participate in a variety of simulations to gain a basic knowledge of lean and to gain an understanding of how Lean can relate to service industries and office situations as well as industrial settings.

MBOE: Developing a Long-Term Philosophy and Developing People

After completing this module, students will be able to apply lean principles in a complex system and evaluate the effectiveness of a system before and after. Students also will be able to clearly express the principles and goals of their organization or work group and design specific areas to improve employee engagement and development amid an overarching culture change.


Veech is the author of The C4 Process:  Four Vital Steps to Better Work and FirstLine:  A Team Leader’s Guide to Lean Thinking.


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